The Evolution of Organisational Data: A Parallel with Everyday Human Decision-Making

In preparation for Techfest and hosting our guest speaker, Marco van Gelder (Global Data Lead at Veldhoen+ Company), I have been pondering what Data-Driven Decision-Making means for mere mortals like me. I wanted to understand the evolution of organisational data analysis and how the traditional boundaries of data usage are influenced by Artificial Intelligence (AI) and the implementation of work automation software. Using organisational data is pivotal in informing the future direction of a business. And the advent of newfangled technologies and artificial intelligence has drastically expanded our ability to amass and utilise organisational data, enabling insights beyond the traditional boundaries of data analysis. This took me back to how we as a species have adapted through evolution. Even though the data points have changed, the way we process it remains the same. According to SalesBrain, a neuromarketing company, our brain is organised into two critical systems: the Primal Brain and the Rational Brain. The Primal Brain is the most primitive and unconscious part of our brain that controls our survival instincts and emotions. The Rational Brain is the more advanced and conscious part of our brain that handles logic, reasoning, and planning. We need to first sell to the Primal Brain by using six stimuli that trigger its attention: self-centeredness, contrast, tangible input, beginning and end, visual stimuli, and emotion. Only after we have captured the Primal Brain’s interest can we address the future with the Rational Brain by using facts, figures, and logic. The same can be said in how we look at organisational data; it’s only when we see a threat that we start searching for that data point and start analysing it. The challenge today is that there is no shortage of data and an even longer list of sources to pull from, resulting in a constant state of data-vertigo. How do you navigate through having too much information, and how does this impact the way we lead and guide our people? This shift from retrospective insights to predictive and prescriptive analytics opens doors to unparalleled opportunities for organisations to stay ahead of the curve. According to a survey by Deloitte, 48 percent of companies with the strongest analytics cultures significantly exceeded their business goals in the past 12 months, compared to only 22 percent of those with weaker analytics cultures. The same survey also found that AI capabilities are among the top three factors that differentiate insight-driven organisations from others. Data utilisation goes beyond just uncovering historical or predictive insights. It now embraces a holistic approach that considers the entire spectrum of possibilities. This expansion into a data-driven and AI-enabled landscape reflects a growing awareness of the importance of the holistic employee. The theory posited by Marco van Gelder in “Wellbeing in Line Managers During Mandatory Working from Home: How Work and Personal Factors Combine” (December 2022, Frontiers in Psychology, DOI: 10.3389/fpsyg.2022.1041902) suggests that understanding the complex interplay between work-related and personal factors is essential in fostering a positive work environment during times of remote work. By leveraging these advancements, organisations can truly harness the power of their data, not only for informed decision-making but for charting a strategic course into the future. In other words, even though data is constantly moving through our organisation and ever-changing, we need to be intentional in how we action these insights, just like our brains curate the information before we act on it. We need to Stop and truly understand what the data influx informs, predicts or means in relation to your current course of trajectory. This can only be seen when the information is viewed as a whole, holistically, in a single view. By embracing the rich potential of data analytics, we have the opportunity to amplify employee well-being, drive informed strategies, and position ourselves at the forefront of innovation. As we stride into this era of endless possibilities, let us embrace the transformative power of data, allowing it to illuminate our journey towards a more agile, adaptive, and prosperous future. Charlene is a seasoned technology enablement consultant. She has extensive experience in solution design and has spearheaded successful initiatives to bring innovative solutions and growth to progressive businesses. She guides and help our clients navigate projects in the VSLS Technology Enablement team and provides strategic support across all VSLS value propositions. Charlene Honiball VSLS Senior Manager
5 Reasons Why Businesses Should Value Skills More Than Degrees

Degrees are losing their lustre as the sole measure of competence. And it’s no surprise. With organisations across most industries identifying skills gaps and an inability to attract talent as their biggest barriers, people are starting to recognise the true value of skills as currency. While many employers still require a formal education, it is no longer all about having the right degrees from the right universities. It’s about having the right skills for the right role. Here are 5 reasons why I think this approach is a winning strategy. 1. You can unlock untapped potential By valuing skills more than degrees, you could unearth a goldmine of talent right from within your own ranks. This is because shifting to a more comprehensive assessment of skills and capabilities could significantly broaden your talent pool. In short, talented, driven, experienced people could be flying below the radar because they don’t meet rigid degree requirements. And by embracing a skills-first approach, you have the opportunity to tap into this hidden reservoir of potential within your own organisation. 2. You could boost your bottom line Hiring based on skills is five times more likely to lead to good job performance, as opposed to hiring based on education. This statistic alone speaks volumes about the potential for boosting your bottom line by prioritising skills. When you focus on skills, you align your hiring process with what the job really needs. By looking at candidates’ practical abilities, you’re more likely to find people with the exact skill set required for success in their roles. This translates to improved job performance, increased productivity and higher employee retention rates On average, unplanned succession can cost companies up to 150% more than retaining a skilled employee. This statistic does not include the loss in productivity experienced as a new hire finds their feet. It doesn’t factor in the cost of the loss of institutional knowledge. Nor does it account for the time and resources required to find the right candidate. An efficacious internal skills development and recruitment programme reduces the costs associated with unplanned succession, while retaining institutional knowledge, which in turn drives productivity, and the bottom line. 3. You can mobilise your team Another major bottom-line-booster is that prioritising skills will help you to mobilise your workforce. Think of it this way: Replacing an employee is expensive. Very expensive. The cost of recruiting, onboarding, and training adds up fast. But by focusing on upskilling and mobilising your existing workforce, you can hire from within your organisation. Instead of starting from scratch with new hires, you’ll be tapping into the skills and knowledge already present within your team. You’ll also be able to deploy the right people with the right skills where they’re needed, with confidence. 4. You can make your workforce more diverse By shifting the spotlight from degrees, job history, or previous job titles to the essential question of whether a person has the right skills for a specific role, businesses make serious headway in creating a workplace that embraces diversity. This is because a skills-first approach opens doors for people who have the necessary capabilities, even if they don’t tick all the traditional boxes. By not getting hung up on prerequisites, businesses create an inclusive environment where everyone is able to grow and develop. It doesn’t matter where you come from or what fancy qualifications you have – if you’ve got the skills, you’ve got a fair shot. 5. You’ll be leading the change The way I see it, there are two types of businesses in this ever-changing landscape: Those who are playing catch-up and those who are setting the pace. When you shift to an employee-centric skills-based approach, you’re able to upskill and reskill continuously, ensuring that your employees are agile, happy, and highly productive. Curious about Kepler + Co’s strategies and technologies for cultivating a versatile, proficient workforce that positively impacts business outcomes and drives the bottomline? Download our quick guide which highlights seven common pitfalls and provides practical solutions to overcoming them. Darren Lang is a curious and lifelong learner who qualified as a Chartered Accountant thinking that the degree would make him super successful. But he soon realised that practical application and skills mattered more than qualifications. With this, Darre n took everything he learned about the biggest challenges L&D and HR were facing as well as the increasing importance of skills in the workplace, and founded Kepler + Co, a global technology player, helping organisations adopt a skills-first approach. Kepler’s software identifies and assesses every single technical and behavioural skill across the organisation, mapping the right content to the right people at the right time, optimising spend, improving retention rates, enabling internal hiring, and succession planning. Kepler has grown to be a leading global organisation that is driving the change to a skills-based economy. Every employee has untapped potential. As Darren says, “You’ve just got to know how to find it.”. *1 World Economic Forum: Future of Jobs Report. 2023 *2 McKinsey & Company: Taking a skills-based approach to building the future workforce. 2022
Unlock the Key to Employee Engagement and Long Term Loyalty

If you’re wondering how best to hold on to your top talent, look no further than the human connection. According to McKinsey, 46% of workers cite an unmet desire to work with people who trust and care for each other, as a reason to quit. Our tech partner Enboarder and RedThread Research confirms just how critical the human connection is to businesses – according to their recent report, organisations with more connection are 5.4 times more likely to be agile, 3.2 times more likely to have satisfied customers, and 2.3 times more likely to have engaged employees. Here are our three top tips to creating human connection in the workplace and how the right tech can help. 1. It’s about belonging Now that many employees are working remotely, 60% say spontaneous interactions with peers and co-workers is what they miss the most, while two-thirds believe their work relationships have the biggest impact on helping them feel connected. As leaders, this means it’s time to start prioritising workplace connections, whether it’s bringing your people together or acknowledging those moments that matter (like birthdays and personal achievements). With a tech solution like Enboarder it doesn’t matter if your employees are office or home based, it’s easy for everyone to get the same experience and level of connection by using automated workflows and prompts for your managers to act on. 2. Dazzle your new recruits Up to 20% of new hires leave within the first 45 days of joining a company, so it’s essential you start building a connection with them from the very beginning. Use Enboarder to send out highly personalised, timely and bite-sized communications to new hires, and take a deep dive into what really makes them tick. Find out what their favourite cup of java is for example, and surprise them with it on their first day. Showing that you care and you’re listening to them from day one will ensure employees remain engaged, motivated and loyal to the cause. 3. Give your managers the tools they need to succeed Great managers engage their people to achieve outstanding results. However, not every team is led by a great manager, which is why they account for at least 70% of variation in the employee experience. Managers are the first impression of your organisation, so it’s essential to make them shine. Help them drive action one automated nudge at a time so they look good no matter what. Whether its reminders about having regular check-ins, giving feedback or sharing praise, Enboarder makes being a manager, well, that much more manageable! Request a free Enboarder demo and watch an insightful webinar on Human Connection and the New World of Work here!
Transforming HR and L&D!

The HR and L&D landscape is evolving, and it is important that we acknowledge and adapt to the changing demands of the new ways of work. Both businesses and employees now require more innovative approaches to thinking and a fresh perspective on how people are seen, heard, and led. Below I share my insights with five key points that emphasize these changes and explore how we can meet them within this evolving space: Employee Expectations have Changed: The dynamic nature of work has resulted in a significant shift in employee expectations. Today’s workforce seeks a holistic and personalised employee experience that goes beyond traditional HR and Leadership practices. Flexibility, meaningful learning opportunities, and a sense of purpose are now prioritised by employees. It is essential for us to explore innovative approaches and technologies that can effectively address these evolving expectations. The Importance of Connection: Establishing meaningful connections with employees is necessary for success in the modern workplace. As HR professionals, we must embrace various communication mediums, such as podcasts, video blogs, and interactive platforms, to effectively reach and engage employees, whilst giving our Leaders the opportunity to use the same platforms effortlessly. By leveraging these platforms, we can foster a culture of transparency, collaboration, and continuous learning. Remember technology plays a pivotal role in today’s workspace and in facilitating effective communication and engagement. Adapting HR Structures: To effectively support the future of work, HR structures need to adapt and evolve. Traditional HR practices are giving way to more strategic and people-centric approaches. It is time for HR professionals to transition from being viewed solely as a transactional support function to becoming strategic partners. Aligning HR practices with the organisation’s overall objectives and strategies is essential. By focusing on long-term workforce planning, talent management, and employee development, we can drive positive change and create an environment where employees thrive. Leader-Led Interaction: Leadership plays an important role in shaping the employee experience within organisations. Leader-led interaction is fundamental in creating an inclusive culture where employees feel valued and engaged. Leaders should take accountability for cascading crucial information directly to their teams, fostering transparency and trust. They should also act as cheerleaders, motivating employees to empower themselves through diverse learning opportunities. By embracing leadership behaviours that promote learning, empowerment, diversity, and inclusion, leaders can inspire their teams and drive positive change within any organisation. Leveraging Technology for Learning and staying connected: Lastly, innovation and technology have revolutionised the field of learning. The introduction of digital learning platforms, mobile apps, virtual reality, and artificial intelligence has opened up endless possibilities for enhancing employee skills and capabilities. It is imperative for us to tap into the latest advancements in technology, equipping ourselves with the knowledge and tools to create engaging and impactful learning and connecting experiences. It is time to move away from outdated approaches that no longer resonate with our diverse and global workforce. Join me and other inspirational speakers as we shape the future of work and corporate learning at South Africa’s first HR & Tech Fest. Together, let’s unlock the full potential of people, businesses, and the world by connecting the interaction of HR, and technology. About the Author Antoinette Roberts is the Group Executive: Human Capital and Transformation at Blue Label Telecoms. Her current role entails supporting the organisations subsidiaries in building for the future and fostering engagement across the business. Additionally, she sits on the boards of various non-profit organization partnering with Blue Labe Telecoms, where she drives the organisation’s commitment to giving back to the communities. Antoinette’s passion for socio-economic development and education has led her to build capability programmes that use learning to drive change. Her willingness to understand people has contributed significantly to her success in the human capital industry. before joining Blue Label Telecoms, Antoinette’s career of over the 30years spanned various industries that include technology, finance, sales and sales development and process. While within the IT industry as a sales development manager, Antoinette was part of a team that set up the first data warehouse in the FMCG industry. Her passion for building capability programs, ensuring the delivery of long-term value, and embedding of change through learning; and her interest in the psychology of people, have made her a force to be reconned with in the Human Capital space. Antoinette holds an MBL and PhD in Business Leadership and an array of business leadership qualifications from the GIBS Institute. An entrepreneur and visionary at heart, Antoinette believes in empowering individuals to uncover their authentic selves to live up to their full potential.
Unleashing Our Inner Thinkers in the Age of AI: Nurturing Independent Thought using Time to Think

Artificial intelligence (AI) has become integral to our lives in today’s rapidly evolving world. However, while AI offers numerous benefits and conveniences, there is a growing concern about its impact on our ability to think independently. As we navigate this technological revolution, embracing the Time to Think principles is crucial, empowering us to retain and nurture our capacity for independent thought. In this post, we will explore how we can preserve our ability to think for ourselves amidst the advancements in AI while incorporating the transformative power of Time to Think. The Role of AI in Our Lives: Artificial intelligence has permeated various aspects of our lives, from voice assistants and recommendation algorithms to autonomous vehicles and medical diagnoses. However, while AI augments our capabilities and improves efficiency, it also poses the risk of diminishing our independent thinking. With AI systems increasingly influencing our decision-making processes, it becomes essential to maintain our individuality and unique perspective. The Power of Time to Think: Time to Think is a concept developed by Nancy Kline, which emphasizes creating a space for deep thinking, active listening, and thoughtful dialogue. This approach encourages individuals to pause, reflect, and generate their own ideas without rushing to conclusions. In an age where AI algorithms bombard us with information and instant answers, nurturing Time to Think principles can help preserve our ability to think independently. Cultivating Independent Thought: Unplugging: Take intentional breaks from technology to disconnect from AI-generated content. Engaging in activities like reading, writing, or spending time in nature allows us to think freely and develop our ideas. Critical Thinking: Sharpen our analytical skills to evaluate information critically. Question assumptions, seek multiple perspectives, and challenge AI-generated recommendations to form well-rounded opinions. Active Learning: Actively seek out opportunities to learn and expand our knowledge beyond what AI algorithms provide. Engage in discussions, attend lectures, and participate in workshops to stimulate independent thinking. Embrace Diverse Perspectives: Surround ourselves with diverse voices and ideas. Engaging in conversations with people with different opinions encourages us to think critically and consider alternative viewpoints. Mindfulness: Incorporate mindfulness practices into our daily routines. Meditation and reflection enhance self-awareness, allowing us to understand our thoughts and beliefs better. Finding Balance: While AI offers valuable support, balancing utilizing its capabilities and preserving our autonomy is vital. By consciously incorporating Time to Think principles, we can harness the benefits of AI while nurturing our independent thinking. It’s not about rejecting AI but integrating it into our lives mindfully. As AI continues to shape our world, our ability to think independently becomes increasingly vital. We can navigate the fast-evolving AI landscape without compromising our individuality by embracing the Time to Think principles and consciously nurturing our capacity for independent thought. Let us not be passive consumers of information but active thinkers who critically engage with the world. In doing so, we unlock our potential to make informed decisions, foster innovation, and shape a future where AI and independent thought coexist harmoniously. About the Author Jayshree Dexter is the unstoppable force behind learning and development at LegalWise. With over a decade of experience in the field, this LLB holder and NLP Master Practitioner is not your average Head. As an Executive and Business Coach, Time to Think Facilitator, and Hypnotherapist, she’s armed with an impressive arsenal of skills. Accredited with COMENSA and ANLP, this autodidact is on a mission to ignite passion and drive in others through their infectious enthusiasm for leadership development.
The Future of Work: Addressing the Elephant in the Room

I am willing to bet that if you asked any roomful of people (anywhere!) to raise their hands if they are happy and satisfied with their jobs, most people would not raise their hand. Ask the same people if their career choice was a conscious and purposeful decision aligned with their passions and natural abilities, prepare for a chorus of nervous laughter, awkward shuffling, and a few regretful cries of, “I followed the path of least resistance, but now it’s more like the path of least existence!” In our contemporary discourse about the future of work, it is crucial to address this issue that often goes unacknowledged: an overwhelming majority of people express discontentment with their chosen careers. This disconnection between personal aspirations and professional paths presents a pressing crisis that demands attention from society. The research is clear: Gallup’s report in 2021 indicated that only 20% of employees worldwide feel engaged and satisfied with their work. According to the U.S. Bureau of Labor Statistics, the average number of jobs held by individuals aged 18 to 52 is around 12. This indicates that people often transition between different careers throughout their working lives. It’s almost like we’re collecting jobs the way some people collect socks—constantly mismatched and desperately hoping to find a perfect pair but failing miserably! Numerous employee surveys and career-related studies, such as those conducted by CareerBuilder, LinkedIn, and SHRM, consistently report that a significant percentage of employees’ express dissatisfaction with their current jobs or feel that their skills are not effectively utilized. Based on the above it is clear that we have a problem that needs to be addressed by various sectors of society. Below I offer suggestions on what individuals, human resources, businesses and society as whole can do to address this “elephant in the room”. THE INDIVIDUAL At an individual level, an emerging idea that has been gaining momentum is the use of design thinking principles to discover the right career for oneself in what is now popularly referred to as “Life Design”. Life Design utilizes design thinking methodologies to help individuals consider key life questions including career, education, and the meaning of one’s life to create ideal lives. In their book “Designing Your Life: Build the Best Career Step by Step,” Stanford professors Bill Burnett and Dave Evans introduce design thinking as a powerful tool to discover a meaningful career. They address common dysfunctional beliefs that hold us back from growth and happiness. The accompanying image from the book exemplifies a limiting belief about “dream jobs” and demonstrates the transformative power of reframing it into an empowering belief that opens doors to possibilities and personal fulfillment. In a TED talk on the same topic, Bill Burnett introduces listeners to “meaning making” which is the process of connecting the dots on the considerations of ones’ world and life views in order to create meaning. This involves writing a two-hundred-and-fifty-word statement on one’s theory of work – why you believe work is important and/or why you believe it adds value to humanity. Next one writes a statement about what they believe about life and its meaning considering things like spiritual/religious beliefs etc. According to Burnett, if one can connect the dots between their life view and work view they will be able to create a meaningful work/career. This process offers a powerful framework for individuals to discover careers suited to them and to create meaningful careers that align with their passions, values, and purpose. HUMAN RESOURCES At a recruiting level, to prevent job mismatch during the hiring process, human resources can employ several effective strategies. Firstly, conducting thorough job analysis and clearly defining job requirements and responsibilities will ensure that candidates are evaluated against the right criteria. Secondly, implementing competency-based assessments and behavioural interviews can help assess candidates’ skills, experiences, and values that align with the job. Furthermore, involving multiple stakeholders in the selection process, such as team members or supervisors, can provide diverse perspectives and insights. Offering realistic job previews and transparent communication about the role and company culture through employer branding efforts can set realistic expectations for candidates. BUSINESS AND SOCIETY At a societal level, while there are many programs in place already to help individuals make the right career choices, for example, career guidance counselling and career fairs, there is still a lot of work to be done. At a collective consciousness level, there needs to be a mindset shift around the value of work in society. Instead of work being touted as a “necessary evil”, it should be seen as a means to personal fulfilment, financial stability and a way to create an impact in the communities we work in. Businesses should make a more concerted effort to offer internships that add value to individuals in the early career phase and expose these individuals to established professionals as part of their CSR initiatives. In conclusion, it’s time to dive deep into the core, exploring the very essence of what makes work truly fulfilling by having meaningful conversations and offering ideas for change. In having these conversations, we should not only address the technological and geographical advancements that are currently changing the face of work but drill down to the fundamentals. Work should be something that is meaningful to the individual as this is the first and best way to create true engagement. The individual, governments, businesses and society as a whole have a role to play in ensuring that this is achieved as there are many benefits to be reaped both at a micro and macro level. About the Author Pretty Thogo is Head of HR for Retail Group, Botswana’s largest multi-branded food services franchisor. With over 15 years HR experience, Pretty’s passion lies in organizational culture, and in creating employee experiences that allow people to thrive, enjoy their work and make an impact. Pretty is also the CEO for Asamila Employer Branding Agency, a company that helps companies with EVP development, employer branding strategy, organizational culture and employee experience. She also volunteers with an NGO called Youth Alliance for Leadership and Development in Africa. Pretty is a Mom of two and believes that in an alternate universe she is a Librarian whose sole mission is to read every book that has ever been written.
Embracing the AI Revolution: HR’s Guide to Navigating the Future

Picture this: a world where Human Resources professionals can focus less on mundane routine work and more on strategic decision-making, all thanks to the assistance of Artificial Intelligence (AI). Yes, my friends, we’re talking about the exciting fusion of HR and cutting-edge technology. In this blog, we’ll delve into the three key areas where HR can leverage AI to transform the workplace. Buckle up and prepare for an exhilarating ride filled with enhanced HR processes, forward-thinking policies, and organizational efficiencies! 1. HR’s AI Superpowers: Enhancing HR Processes Let’s face it, HR can sometimes feel like a never-ending sea of administrative and repetitive tasks. But fear not, AI is here to save the day! By harnessing the power of AI, HR can streamline and enhance various processes, making them faster, more accurate, and ultimately more efficient. Imagine a world where HR professionals are free from the shackles of manual data entry. AI-powered chatbots can handle routine employee inquiries, answering questions about benefits, policies, and even leave requests, with just a few clicks. These digital assistants provide quick responses, ensuring employee satisfaction and freeing up valuable time for HR teams to focus on more strategic initiatives. Additionally, AI can revolutionize the recruitment process by swiftly sifting through countless resumes, identifying the most promising candidates, and even conducting initial screening interviews. With AI’s help, HR can identify top talent more efficiently, saving both time and resources. 2. Policies and Governance: AI’s Wingman for HR As HR professionals, it’s our responsibility to ensure a fair, inclusive, and ethical workplace. With the integration of AI, we must implement policies and governance structures to guide its usage effectively. First and foremost, transparency is key. We must clearly communicate how AI is being utilized in HR processes, assuaging any fears of job displacement or biases. Additionally, we need to establish clear guidelines for the collection, storage, and use of employee data to safeguard their privacy and build trust. To prevent biases from infiltrating AI systems, we must take the time to evaluate and mitigate any inherent biases in the data that feeds these systems. After all, we don’t want to end up with an AI that hires only “Bob”s and “Mary”s! Regular audits and updates to the algorithms can help us create fairer and more inclusive AI tools. Remember, AI is a tool, not a replacement for human judgment. HR professionals still play a vital role in decision-making and must use AI as an aid rather than blindly relying on it. By striking a balance between human expertise and AI capabilities, we can create a harmonious collaboration that benefits both employees and the organization. 3. Beyond HR: AI’s Widespread Impact on Effectiveness and Efficiencies AI’s transformative potential extends far beyond HR. By embracing AI throughout the organization, we can unlock a world of enhanced effectiveness and efficiencies. For instance, AI-powered analytics can provide valuable insights into employee engagement, productivity, and performance, allowing HR to proactively address issues before they become full-blown problems. This data-driven approach empowers HR to make informed decisions and design effective employee development programs. Moreover, AI can optimize various business processes, such as supply chain management, customer service, and marketing. By automating repetitive tasks, AI frees up employees’ time to focus on higher-value activities, driving innovation and growth. Conclusion: The integration of AI into HR is an exciting journey that promises enhanced processes, forward-thinking policies, and organizational efficiencies. By leveraging AI’s capabilities, HR professionals can bid farewell to the tedium of administrative tasks, allowing them to focus on strategic initiatives that truly drive organizational success. About the Author Terence has been in various HR roles over the past 25 years mostly as a generalist and is currently the Chief Strategy and People Officer at SYSPRO, a global ERP provider. Passionate about people, technology, and business he used his tenure in retail, FMCG and the technology industries to enable businesses and people. Spending time with family, including Zeus the springer spaniel and Fly fishing is how he winds down from the buzz and excitement of the corporate world.
Designing Your Organization for Connection and Cultural Transformation

For over a decade, the quest for social connection and collaboration in organizations has faced challenges. Initially, the focus was on social technology but flooded with similar platforms, the impact fell short of transformational. The realization that the solution lies with people led to two camps: grassroots culture change and top-down leadership change. However, efforts at individual change struggled to be sustained due to shifting priorities. Overlooked throughout this process was the organization itself and its design—the human systems that shape work, leadership, management, and rewards. To create a more innovative, responsive, and resilient organization, we must shift our focus to the rules that guide people’s interactions and approach to working together. This requires a deliberate approach to organizational social design. Beliefs/Attitudes and Behaviors/Activities: To understand the current state of your organization, consider: What beliefs do employees hold about the mission, products, work, and success? How do employees work, collaborate, and engage with peers, leaders, and managers? Are they motivated to improve and share knowledge? Do they exhibit open communication, support, and positive advocacy? These behaviors and beliefs are crucial indicators of the organization’s social dynamics. By closely observing these aspects, we can uncover valuable insights into how the organization operates. Rules/Values (Systems): Evaluate the systems that shape behavior: Do leaders authentically promote inclusiveness or favor an inner circle? Are diverse voices given equal opportunities to contribute? Does your organization have effective channels for cross-organizational communication? Are inputs and outcomes equally rewarded? Do organizational decisions cause confusion? Are managers evaluated on employee development or solely on financial results? Is the path to progress clear and transparent? To cultivate a social organization, HR and L&D professionals must address the organization’s design and human systems that influence behavior. By analysing beliefs and observing behaviors we can begin to reshape systems to foster a connected and engaged workforce. Remember, it’s not about the latest technology or individual change efforts; it’s about deliberate organizational social design that unlocks the potential for increased engagement, reduced turnover, and a culture of innovation and creativity. About the Author Mark Britz is an organizational social designer, author, speaker, and consultant. He helps companies scale their business without losing their unique culture.. Mark provides workshops, resources and leadership coaching. He has worked with companies such as SmartForce, Pearson Digital Learning, Aspen Dental Management, and Systems Made Simple. Mark currently directs learning event development for The Learning Guild. He published his first book, “Social By Design: How to Create and Scale a Collaborative Company” in 2021.
Measuring what matters: from performance management to goal setting

In our pursuit of continuously improving the future state of work for our people and clients, I have recorded a few horror stories. Let me share one of my favourites – performance management. It’s a penny dreadful of the corporate world, creating mass hysteria with little entertainment value and too often easily disposed of once “real life” settles in. Performance management implementations are often disguised as well-intended approaches to measuring progress and performance. These, unfortunately, have the power to cripple experienced business leaders and their high-performing teams without breaking a sweat because, although well-intended, they are likely to be reactive and not well formulated. Let’s be frank; measuring the things that matter is no small feat. Here’s the point where all our good intentions break down. What really matters? How do we decide? Who decides? And what do we do once we’ve decided? Why the chasm between mapping out what we want to achieve and actually achieving those things? After some research, grunt work, and conversations with the gurus in people and culture, it comes down to this: there is a dissonance between what management deems fair and what is alienating to employees. And this dissonance may very well be an additive factor in the mess of circumstances that have led to the great resignation. Objectively, goal setting and performance management should provide: measures on people performance in relation to the strategic objectives of the organisation across the board measurement on performance at a peer level opportunities for development and growth ability to identify and reward high-performing individuals Working in a team of brilliant people-orientated consultants and thought leaders has led me down a path of discovery regarding goal-setting and how performance management is implemented in corporates. I’m eager to report that our organisation has found, vetted and implemented a methodology that has surprised even the most cynical minds in the group (of which I am one of the worst). I’ll share some brief reflections on our journey to implementing the OKR methodology in partnership with Microsoft Goals. This implementation is underpinned by a strategic alignment with technology providers such as Microsoft to improve the way of work for our organisation and our clients. The abilities we’ve been able to unlock in partnership with Viva Goals have brought to light the dire need for change in strategic goal-setting on both an organisational and individual level. Various brainstorming sessions, planning, negotiation and countless cups of coffee later, we have a measurable, refined view of our goals, the critical results, and the specific projects that will help us achieve what we define as success. Some of the most impactful benefits of this implementation are: Increased accountability across the organisation; each person knows what to do and how to progress towards meeting their goals. Better alignment and collaboration as goals are aligned within the organisation, and progress is driven by each team member, not by leadership alone. Improved ability to plan and structure goals and progress without becoming rigid and burdensome. Freedom to reprioritise and realign on priorities without losing critical time and vital stepping stones to achieving our objectives. Post implementation, we understand what is essential to our continued success. We have potent insights into what we need to measure, why, and how. In rethinking how we move from performance management to goal setting, we recognise that people and data are equally important in achieving our objectives. Involving our people as much as our data is the key differentiator in making a sustainable change aligned to our view of the future of work. Before your performance management process becomes another corporate penny dreadful, ask yourself this: Is this approach customisable? Is the solution robust, integrated and easy to manage? Is it fair and collaborative? Does it get driven across the entire organisation, or is leadership left to do all the heavy lifting? And most importantly, is this going to help us go from goals to achievements? If not, it may be time to rethink your implementation approach. And as we say in VSLS: “OK, aRe you ready” for the future of performance management? About the Author Chantelle is a communications specialist with extensive experience in relationship management, content development and project management for corporate clients. She manages employee engagement across all VSLS value propositions and provides direction as the Chief of Staff for Team VSLS.
Tech and Employee Wellness

A new generation of workers demand more from work than a pay-check and somewhere to go in the mornings. They see work not just as something to fill time or as a means to an end, but as an opportunity for meaning and connection. At the same time, being removed from the working environment during the Covid pandemic has given all of us time to pause and reflect about what we want from our employment, and hopefully how we can, in turn, feel like we want to contribute more to the overall success of the companies where we work. Employee Assistance or Wellness Programs (EAPs) have been around for a full generation now. They started with much promise; a new beginning of human and industrial relations where the everyday stressors facing a workforce were recognised as real and valid. Corporates would assist employees to get the care they need: emotional support, financial and legal advice. It’s a great idea, but a few problems arose. Implementing an EAP has become a tick box exercise where management, in good conscience, transfer the anxieties of their employees to a third party. Though well-intentioned, this may create an even bigger social and personal gap between management and employees. An even bigger issue arose with the unintended consequences of the way that EAP’s contract with employers: the conflict at the heart of utilisation. EAP’s are incentivised to keep utilisation as low as possible in order to protect their margins, while employers want their employees to take full advantage of the services for which they are paying not insignificant premiums. A difficulty for the EAP’s, especially with regards psychological services, is not wanting to compromise on quality of care by offering a potentially sub-standard offering. So, most of the time employees in psychological distress are referred directly to specialist psychologists at very high hourly rates. More and more rules need to be made to manage the costs- from limiting the number of sessions to reduced rates for the psychologists over time. For employees who are already in stressful situations, the fact that their employers might be given information – regardless of how scant that information is -about their use of the EAP services, only served to disincentives their use of the services. Panda has been established to provide those in psychological distress access to the right care and resources, at the right time. When we developed Panda, we knew that most people don’t get the help they need because of three important factors: the stigma that is still associated with seeking psychological help; the fact that mental healthcare services are not well-defined and difficult to navigate; and, because of the way that the industry is structured, the first point of call – where those in need seek the help of specialists like clinical psychologists and psychiatrists – is often also the least cost effective. Panda was established by Allan Sweidan, an experienced clinical psychologist who previously established the largest group of psychiatric hospitals in Africa, and Alon Lits, an actuary with expertise in matching the right consumer with the right product having previously been the director for Uber in Sub-Saharan Africa. Launched on World Mental Health Day October 10, 2021, Panda is fast becoming the go-to platform for anyone needing to explore the world of mental health information and care. Within Panda, employees can anonymously engage in the Panda Forest: audio only sessions offered 12 hours a day, 365 days a year on topics our users tell us they need to talk about, like depression, anxiety, work and financial stress and overcoming trauma. App users can engage with videos and articles to find out more about mental health, and solutions that have proven to work, and in another key feature, they can do assessments that will guide them to the right level of care at the right time. Panda is an efficient and easy way to get the right kind of care. Social workers and wellness counsellors (wo)man our unique text-based chat support service where employees can discuss everyday worries with an experienced real human on the other side of the conversation at a fraction of the price of a psychologist. If they need to meet with a psychologist or a coach or a dietician, they can be matched with the right one within the app. Panda is the technology that businesses have been crying out for. With Panda, the more employees engage the better the experience at no additional cost*. Employees need never concern themselves with the loss of anonymity as all reporting is anonymised and aggregated. Quality of care can be retained while driving down costs by using evidence-based screening tools to ensure that everyone gets the right level of care when they need it. *Fee for service offerings like specialist consultations will always lead to higher costs, but there are no additional fees for higher utilisation of the Forest, content or assessments. About the Author Written by: Allan Sweidan, Psychologist and Co-CEO of Panda